Public Reform in Portugal

Structural Reform of the CentralAdministration – the PRACE

Building a New Model of Public Service Delivery – The e-Government Strategy and the Simplex Program

Structural Reform of the CentralAdministration – the Objectives Rationalize the Central Administration by

adapting it to the presents missions and Government Program

Reinforcement of strategic functions – Studies, Evaluation and Control

Reinforcement of regulatory and supervision functions

Rationalization or outsourcing of productive functions

Structural Reform of the CentralAdministration – the Objectives More flexibility and better communication –

shorter chains of command, assignment of project teams, reinforcement of TIC

Clarification and settlement of de-concentrated services (NUTs II)

Enhance the proximity with citizens - call centres, internet, one-stop agencies or multiskill services at sub-regional and local level

Simplification and reengineering of administrative procedures

Structural Reform of the Central

Administration – Main concepts

Operational Missions

Regulatory andSupervision

Functions

Productive functionsand services delivery

Structural Reform of the Central

Administration – Main concepts

SupportFunctions

Strategy, Planning and Control

Resources Management

Structural Reform of the Central

Administration – Guide lines

Strategy, Planning,Evaluation, plusInternational

Affairs

Control and Audit

One body perMinistry - GPEARI

Empowerment of the existing Inspective

bodies

Structural Reform of the Central

Administration – Guide lines

ManagementResources

(budget, financial and costaccounting, HR, legalaid, car fleet , acquisition goods and services, archives, information and

communicationsystems, etc…)

Empowerment of theexisting common structurein each Ministry – SG

Organization of partnership services

Outsourcing

Structural Reform of the CentralAdministration- de centralised Services

Before

30 differentmodels ofterritorial

organization

Actually

2 models

5 NUTs II, planning

and social, economical

and environmentalcoordination

18 Districts,security issues, civil protectiontaxes and social

security

Structural Reform of the CentralAdministration - RESULTS

less Public Bodies - 69 - 26,2%

less Departments/Divisions - 1307 - 24,9%

less top/middle Managers - 1468 -24,7%

And also In terms of partnership service:

Several pilot projects within MinistriesandThe National Agency for Public Procurement

In terms of simplification and reengineering of citizens related process:

Several initiatives in the frame work of the Simplex Programme

Building a new model of Public Services delivery- The main objectives

More trust in public departments and civil servants on the part of the Portuguese people

More competitive business

More rationalisation and efficiency in the Public Administration

More public service culture – because and for the citizens

The SIMPLEX Programme

An ongoing process, supported by information and communicationtechnologies

A responsibility of all PublicAdministration Bodies, coordinate by theAgency for Administrative Modernization

The SIMPLEX ProgrammeSome examples

Social Security direct

On-line civil service retirement

Health 24

Electronic doctor’s appointments

The SIMPLEX ProgrammeSome examples Net Jobs

Public Jobs Exchange

Higher Education Application

Professional Insertion of Graduates

The SIMPLEX Programme Some examples On the Spot Firm

On the Spot Trademark

Search and electronic submission of Industrial Property acts

The SIMPLEX ProgrammeSome examples The Business Portal (Business

Online, Simplified Business Information, Permanent Certificate,….)

The Public e-Procurement Programme

The electronic Invoice

The SIMPLEX ProgrammeSome examples 9 Citizen Shops (in the main cities) 77 Contact Points The Citizen Portal Electronic Tax Returns The Citizen Card The Portuguese Electronic Passport The Single Vehicle Document

But, as we said, it’s an ongoing processOne of the main challenge is to assure theinteroperability of the various institutions’services

Therefore providing a set of standards,rules and procedures into the different PublicInformation Systems

So that they are able to communicate with each

other

So was created

The Common Framework of Services- A platform for the interoperability

of the different public departments

The Common Knowledge Network - A starting point for Public

Administration bodies to share and exchange experiences

But, as we said, it’s an ongoing process

For 2008 189 initiatives were defined

Addressed to improve the relation between P A and citizens

Aimed to eliminate bureaucracy for business companies

Addressed to better efficiency and reduction of cost in P A

89

79

21

The actual challenge

After a multitude and variety of initiatives

The need to build a comprehensiveframework, a global view for

citizens

For more information

www.ama.pt

www.dgaep.gov.pt

Thank You